HR Basics: Performance Management
Summary
TLDR本视频脚本介绍了人力资源管理中的关键话题——绩效管理。它涉及确保组织使命与员工工作相连接的过程,包括评估员工表现和帮助他们制定行动计划以提升表现。有效的绩效管理可以明确工作职责、提升生产力、发展员工能力、对齐组织价值观和战略、为人力资源决策提供依据以及改善员工与管理者之间的沟通。绩效管理工具包括评估表格,必须与组织的目标、使命和价值观相匹配。反馈是绩效管理系统的核心,应及时提供正面和建设性反馈。文档记录对于绩效管理和处理员工关系问题至关重要,应以事实为基础,避免模糊不清的陈述和个人攻击,确保公平和一致性。
Takeaways
- 📈 绩效管理是确保组织使命与员工工作相连接的过程,涉及评估员工表现和帮助他们制定行动计划以提升表现。
- 📋 有效的绩效管理可以明确工作职责和期望,提高个人和团队生产力,通过有效反馈和指导发展员工能力,确保行为与组织价值观、目标和战略一致,为人力资源决策提供依据,改善员工与管理者之间的沟通。
- 🔍 绩效管理工具包括评估表,这些工具必须与组织追求的目标相关,并且要符合组织的使命、愿景和价值观。
- 📝 开发绩效评估表时,应参考类似组织或共享绩效管理理念的组织的评估表,确保评估表与组织的使命、愿景和价值观紧密相连。
- 🌟 能力基础的绩效评估明确了员工行为、知识、技能与能力以及组织使命、愿景和价值观之间的联系。
- 🔑 每个绩效评估工具都应直接与员工的工作描述相关联,并包含标准元素,如人口统计信息、标准化评级量表、基于工作表现的具体评估、具体表现问题的实例、自我评估、SMART目标和员工发展。
- 🗣️ 反馈是任何强大的绩效管理系统中不可或缺的一部分,正面和建设性反馈都应尽快给出,不应仅在年度绩效会议上提出。
- 👍 提供正面反馈时,应频繁并及时地认可员工,根据员工的偏好进行个别表扬,并鼓励继续这种行为。
- 🛠️ 提供建设性反馈时,要及时、私下、有准备地进行,讨论具体行为而非个人特质,明确期望和结果,并限制在预定时间范围内。
- 📚 强有力的文档记录在绩效管理和处理员工关系问题中至关重要,目的是教管理者如何以适当的方式记录绩效问题。
- ✅ 有效的文档记录应基于事实,清晰地描述员工行为,避免模糊不清的陈述、个人攻击或主观评论,并提供支持决策的证据或事实。
Q & A
什么是绩效管理?
-绩效管理是指确保组织将其使命与员工的工作联系起来的流程。它涉及两个相关活动:一是评估员工的表现是否达到设定的标准;二是帮助他们制定行动计划以提高表现。
有效的绩效管理包括哪些成果?
-有效的绩效管理包括明确工作职责和期望、提高个人和团队生产力、通过有效的反馈和指导发展员工能力、确保行为与组织价值观、目标和战略一致、为人力资源决策提供依据以及改善员工与管理者之间的沟通。
绩效管理工具包括哪些?
-绩效管理工具包括评估表格,通常称为绩效评审或其他术语。这些工具必须与组织寻求实现的结果相关,并根据组织的使命、愿景和价值观量身定制。
如何开发绩效评估表格?
-开发绩效评估表格时,应从具有相似组织或共享绩效管理理念的组织中找到评估表格,审查这些表格的特点,以帮助开发适合自己组织的表格。
基于能力的绩效评估如何与组织目标联系起来?
-基于能力的绩效评估明确将员工行为、知识、技能和能力与组织的使命、愿景和价值观联系起来,并根据组织价值观对个人和团队能力进行评级。
绩效评估工具应包含哪些标准元素?
-绩效评估工具应包含以下标准元素:员工的人口统计信息、标准化评级量表、基于具体工作相关标准的绩效评估、具体表现问题的实例、自我评估、SMART目标以及员工发展。
反馈在绩效管理系统中扮演什么角色?
-反馈对于任何强大的绩效管理系统至关重要。正面和建设性的反馈都应尽快发生,不应仅在年度绩效会议上进行。
如何提供正面反馈?
-提供正面反馈时,应频繁地认可和赞扬,了解员工的偏好,并以他们喜欢的方式给予认可,通过沟通行为如何帮助团队、公司和他们自己来认可行为,并鼓励继续这种行为。
如何提供建设性反馈?
-提供建设性反馈时,要及时、在私密环境中、在预定时间以准备充分的方式进行,讨论具体行为而非个人特质,描述所看到和听到的内容,而不是你的判断或评估,明确定义你希望看到的改变和期望的结果和成果。
为什么HR专业人员认为强大的文档记录在绩效管理中至关重要?
-HR专业人员认为强大的文档记录对于绩效管理和处理员工关系问题至关重要,因为它不仅可以在诉讼中保护雇主,还可以展示我们为帮助某人成功所采取的步骤。
有效的文档记录应遵循哪些准则?
-有效的文档记录应遵循以下准则:了解受众、坚持事实、描述期望、描述需要改变的内容、避免判断、避免模糊性、包括双方、制定行动计划、跟进期望、行动计划和截止日期,并详细说明后果。
Outlines
📊 绩效管理概述
本段视频脚本介绍了绩效管理的基本概念,它涉及确保组织使命与员工工作相连接的过程。绩效管理包括评估员工表现和帮助他们制定提升表现的行动计划。有效的绩效管理可以明确工作职责、提升生产力、发展员工能力、使行为与组织价值和目标一致、为人力资源决策提供依据以及改善员工与管理者之间的沟通。绩效管理工具包括评估表格,这些工具应与组织的目标、愿景和价值观相匹配,并且应与员工的工作描述直接相关联。
🔍 绩效评估工具的开发与反馈
在开发绩效评估工具时,应考虑包括人口统计信息、标准化评分量表、基于工作表现的评估、具体表现问题的实例、自我评估、SMART目标以及员工发展等标准元素。此外,反馈对于强大的绩效管理系统至关重要,应提供及时的正面和建设性反馈。在提供反馈时,应具体、基于事实,并专注于行为而非个人评价。对于正面反馈,应经常认可并鼓励继续这种行为;对于建设性反馈,则应迅速提供,私下进行,并专注于具体行为。
📝 绩效管理中的文档记录
HR专业人员认识到,在绩效管理和处理员工关系问题中,强有力的文档记录至关重要。文档记录的目的是展示帮助员工成功的步骤,而不仅仅是为了诉讼保护雇主。有效的文档应基于事实,描述员工行为,避免模糊不清的陈述、个人攻击或主观评论,并提供支持决策的证据或事实。有效的文档应包括了解受众、基于事实的描述、明确期望、描述需要改变的行为、避免判断、避免模糊性、包括双方观点、制定行动计划、跟进期望、行动计划和截止日期以及详细说明行为或表现不佳的后果。
Mindmap
Keywords
💡绩效管理
💡绩效评估
💡行动计划
💡SMART目标
💡反馈
💡正面反馈
💡建设性反馈
💡文档记录
💡行为对齐
💡员工发展
💡行为标准
Highlights
HR基础课程旨在强调人力资源管理主题的关键知识点。
本课程探讨绩效管理,包括开发优秀工具、确保反馈和文档的关键作用。
绩效管理涉及确保组织使命与员工工作相连接的过程。
绩效管理包括评估员工绩效和帮助他们制定提高绩效的行动计划。
有效的绩效管理结果包括明确工作职责、提高个人和团队生产力等。
绩效管理工具包括评估表,也称为绩效评审或其他术语。
绩效工具必须与组织寻求实现的结果相关。
开发绩效评估表时,应参考类似组织的评估表。
基于能力的绩效评估明确了员工行为与组织使命、愿景和价值观之间的联系。
每个绩效评估工具都应直接与员工的工作描述相关联。
标准绩效工具元素包括人口统计信息、标准化评分量表、基于工作表现的评估等。
反馈对于任何强大的绩效管理系统都是必不可少的。
正面和建设性反馈应尽快发生,不应仅在年度绩效会议上进行。
提供正面反馈时,应频繁认可并了解员工的偏好。
提供建设性反馈时,要及时、私下提供,并讨论具体行为。
人力资源专业人士认识到,强大的文档记录在绩效管理和员工关系问题管理中至关重要。
文档记录的目的是展示帮助某人成功的步骤,而不仅仅是保护雇主免受诉讼。
有效的文档记录应基于事实,避免模糊不清的陈述和个人攻击。
文档记录应包括员工行为的描述、期望的变化、避免判断、包括双方观点等。
创建行动计划,包括期限,并跟进期望、行动计划和期限。
详细说明行为或绩效不佳的后果。
Transcripts
[Music]
HR basics is a series of short lessons
designed to highlight what you need to
know about a particular human resource
management topic in today's HR basics we
explore performance management
discussing the development of great
tools ensuring feedback and the critical
role of documentation performance
management refers to the processes that
ensure an organization connects mission
with the work of its employees
performance management involves two
related activities one evaluating the
performance of employees against the
standards set for them and two helping
them develop action plans to improve
their performance outcomes of effective
performance management include
clarifying job responsibilities and
expectations enhancing individual and
group productivity developing employee
capabilities through effective feedback
and coaching driving behavior to align
the organization's values goals and
strategy providing the basis for making
human resource decisions and finally
improving communication between
employees and managers performance
management tools include appraisal forms
oftentimes referred to as performance
reviews or other terms your performance
tools must be relevant to organizational
outcomes that you seek to achieve
appraisal forms and process documents
must be tailored to an organization's
mission vision and values when
developing a performance evaluation form
do your homework
find evaluation forms from similar
organizations or organizations that
share your philosophy of performance
management review of these
characteristics can help you develop
great forms that are tailored to your
organization competency based
performance appraisals make a clear
connection between employee behaviors
their knowledge skills and abilities and
the mission vision and values of your
organization individual and team
competencies should be rated against
organizational values again make sure
to reinforce your organizational
language and terminology for all aspects
of the process and make specific
reference to competencies values and
descriptions of those things most
important to your organization to
connect mission to work every
performance appraisal tool should be
directly tied to an employee's job
description it's up to you to decide
what elements should be included in your
performance appraisal tools however
there are standard elements of
performance tools that every
organization should consider they're
listed here first demographic
information identifying employees then a
standardized rating scales selected to
reflect the goals of your organization
most commonly a clear five-point scale
job-related assessment of performance
based on specific job-related criterias
and concrete examples of performance
issues and then fourth self evaluation
encouraging active participation of
employees engaging them in their part in
the process five SMART goals providing
for clear definition and follow-through
desired outcome and sixth and finally
employee development ensuring the
interactive process regarding training
and employee growth these standard
elements will create a user-friendly and
useful a performance appraisal tool for
your organization now let's talk about
feedback which is essential to any
strong performance management system
both positive and constructive feedback
should occur as soon as possible
no performance feedback whether it be
positive or negative should be left to
an annual performance meeting I often
say there should be no surprises in
these meetings it's critical to be
specific with providing any performance
feedback clearly and concisely state the
feedback support the feedback with facts
and job-related examples and focus on
behaviors not judgments here are some
quick tips for providing positive and
constructive feedback in positive
feedback bank and recognized frequently
people like to hear that they're doing a
good job individual recognition and
praise should be given in a
the employee prefers so understand
employee preferences recognizer behavior
by communicating how it's helping you
the team the company and themselves and
encourage continued behaviors make sure
they know what to do in the future now
the more difficult constructive feedback
be prompt with constructive feedback
the sooner you provide it the more
likely the individual will connect the
feedback to their behavior deliver
constructive feedback in a private
setting at a scheduled time in a
well-prepared manner discuss specific
behaviors not personal traits you have
shown up late for the project meeting is
better than you are not committed to
this project describe what you saw and
heard not your judgment or evaluation
your presentation ran 45 minutes 15
minutes over time is better than you did
not prepare properly for the meeting
finally clearly define changes you want
to see made and desired expectations and
outcomes next time limit your
presentation to fit the scheduled time
slot HR professionals recognize that
strong documentation is critical in
performance management and managing
employee relations issues their
challenge is to teach managers how to
document performance issues in an
appropriate manner the purpose of
documenting performance problems isn't
just to protect the employer in case of
a lawsuit it's also to show the steps
we've taken to help someone be
successful performance documentation
must tell a story rooted in fact
painting a descriptive picture of
employee behavior with words good
documentation creates credibility for
the employer by showing that employees
are treated in a fair and consistent
manner however some common mistakes and
documentation ZAR made making vague
unclear statements about what the
employee needs to do to improve adding
personal attacks or subjective comments
and providing little or no evidence or
facts to support decisions of discipline
or termination
follow these guidelines for effective
documentation one know your audience
obviously it's the employee but the
audience is broader including
decision-makers agencies lawyers maybe a
judge or a jury right for the readers
perspective second be factual learn the
facts and describe the who what where
when and why paint a word picture of the
facts 3 describe expectations don't
simply state show up on time instead say
your job begins at 8 a.m. at which time
you should be at your desk ready to
answer client calls number 4 describe
what needs to change
describe the job-related conduct not the
individual articulate how the behavior
impacts others and the organisation 5
avoid judgments don't use words such as
always or never their broad which can
easily be disputed by employees number 6
avoid vagueness avoid vague phrases that
could produce grounds for discrimination
number 7 include both sides include the
employees explanation for their conduct
and behavior showing multiple
perspectives demonstrates fairness in
the process number 8 create an action
plan include deadlines for the employee
use don't just say we expect you to
improve immediately instead say we
expect your report to be submitted by
5:00 p.m. tomorrow number dine
follow up on expectations action plans
and deadlines and document it if you
don't follow up it shows that you don't
care and 10 detail consequences describe
the consequences of the behavior or poor
performance continuing
you
[Music]
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